Project leadership, Communication effective, Potential

conflict and Evaluation of Recommendations

In British Airways
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Table of
Contents

03 Introduction

03 Evaluation of project leadership and influence on effective project teams

04 Management and Leadership Styles influence on building effected project team

05 Communication effective for old and new staff in British Airways

05 Methods of effective communication

06 Potential conflict within British Airways

06 Lewin’s 3 Step model: (resolve the conflict by changing the organization culture)

07 Critical Analysis

08 Conclusions

09 SAF Evaluation of Recommendations

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The United Kingdom's primary airline, British Airways (BA), is also the flag carrier. Its primary
hub, Heathrow Airport, is located close to its London, England, headquarters. In terms of both
fleet size and passenger volume, the airline is second only to easy Jet among UK-based carriers.
For the purpose of overseeing the two nationalized airline firms, the British government
established a British Airways Board in 1974, which is when BA was officially formed. Along
with American Airlines, Cathay Pacific, Qantas, and Canadian Airlines (since defunct), it is a
founding member of the One global airline alliance. Since then, the alliance has expanded to the
third largest position, behind Sky Team and Star Alliance (Dana, 1999).

Evaluation of project leadership and influence on effective project teams

Leadership and Management Styles

Experts in many fields have pointed to BA's management approach as the root of the company's
troubles. The most common form of leadership at BA is described by them (Wagner and
Hollenbeck, 2010).

Autocratic leadership style:

Most employees at BA are expected to follow company policy without inquiry because it is
expected of them by management. As a result of this type of management, interactions between
management and workers tend to be very formal. Similarly, the high management-employee
distance and the substantial segmentation across different organizational roles can be attributed
to the autocratic leadership style. Several human resource issues may be traced, at least in part, to
the organization's formal structure, as some analysts have suggested (Wagner & Hollenbeck,
2010). In support of this claim, they state that a large number of workers want to be employed by
a company that encourages open communication between management and staff Nelson &
Quick, 2008).

Depersonalization:

One such problem that adds to the organization's human resource problems, according to certain
studies, is depersonalization (Schermerhorn, 2011).

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Example:

The "tall" organizational structure of BA, for instance, has had a depersonalizing effect on
employees because it gives them little say in company decisions. Instead, management expects
blind obedience to their every whim (Schermerhorn, 2011). The management at BA does not
value employee inputs, even when addressing concerns about workers' rights and welfare
(Wagner and Hollenbeck, 2010).

Highly centralized:

High levels of management concentration are prevalent throughout the company. Additionally,
there is a dearth of two-way communication (between management and staff) within the
company.

Neglecting of employee:

Significant amount of employee neglect occurs at the managerial level. Workers have always
reacted to this by threatening strikes and instituting work slowdowns (Spellman, 2010).
Schermerhorn suggests that performance reviews may be to blame in some cases.

Management at BA, for instance, often celebrates individual achievements without taking into
account the impact of team efforts. Many workers get the impression they aren't valued in this
manner.

Management and Leadership Styles influence on building effected project team:

Because they are the driving forces behind BA's efficiency and productivity, BA's management
and leadership styles are inevitably going to effect the company's direction. In addition, BA's
leadership and management styles are crucial to the success of the corporation in achieving its
objectives (Management Study Guide, 2008).

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Considering BA works in a highly competitive business, there needs to be ongoing innovation
and enhancement of customer service. These factors necessitate ongoing adjustments to BA's
operating systems, which could prove challenging to initiate given the company's size.

Now is the time for the company's management and leaders to step up and guarantee these shifts
are made. Leaders and managers serve as examples to the rest of the staff of the company's
intended course of action, and this analogy highlights the importance of this function
(Management Study Guide, 2008).

Management and leadership that inspires employees to do their best work is essential to any
organization's success. The most effective way for leaders and managers to instil this sense of
assurance in their staff is to demonstrate the significance of their employees' work.

On top of that, the most productive outcome takes place when upper management demonstrates
to workers at lower levels the best practices that will lead to the desired outcomes.

Communication effective for old and new staff in British Airways

 Communication problems in British airways

1. Top-down approach
It appears that most choices are made at the top and then "pushed down" to the
workers. While it's true that BA's decision to streamline operations by laying off
workers isn't unprecedented in today's businesses, it still raises concerns about the
company's preference for a top-down communication channel (Grundy, 2013).
 Methods of effective communication:
1. Meet regularly
To do this, your team should get together regularly to discuss strategy. By allowing
all team members an equal opportunity to contribute ideas, concerns, and updates,
this method ensures that everyone is on the same page when it comes to discussing
project activities and modifications.
2. Be inclusive
When you send out reports on recent developments or invite people to meetings, be
sure that you don't forget anyone or exclude anyone from the invitations. If you are
unsure whether particular individuals need to be included in a meeting or kept
informed about the most recent actions or changes pertaining to a project, you should
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 ask yourself this question. It is usually preferable to have more feedback from a
greater number of people as opposed to limiting input from only a few team members
who are considered to be significant players (Cabras, 2015).
3. Be transparent, clear and concise
Any kind of conversation can drag on for a while. Being open, clear, and brief will
help you save time (both others' and your own). Before making a call, sending an
email, or arranging a meeting, one should consider their options.
4. Show some respect
It's only natural to give senior project participants greater weight than junior team
members when it comes to their ideas and opinions. This, however, is incorrect. All
members of the team, regardless of their position, should feel safe voicing their
opinions and concerns, even if they differ with those of higher authority (Moxon,
2013).

Potential conflict within British Airways

Employees at BA have long complained about the way their superiors treat them.
Managers at BA have threatened to replace striking employees in an effort to frighten
the workforce into submission. employee morale is at an all-time low (Taylor, 2016).

Lewin’s 3 Step model: (resolve the conflict by changing the organization culture)
Organization Development is most closely related with the planned approach to
change, for which there are various methods and instruments for implementation
(OD).
Some values have emerged as obvious examples, and they are as follows:
 According to research (Hurley, 1992). "Opening up lines of communication" and "Giving
workers the freedom to take initiative".
 "Encouraging accountability for one's role in and results from the transformation
process”.
 For example: "The encouragement of teamwork" Learning that is encouraged to be
ongoing (Burnes, 2000).

1. Unfreezing:

That "typically entails lessening those prevailing practices and cultural norms that sustain the
organization's behavior," says the author. The steps involved in BA are as follows:

 Decrease in quantity of stages in the organizational order.

 Economizing of workforce of the British Airways.

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New and better employee training programs should be implemented so that workers are better
prepared to deal with the challenges posed by modern communication tools like group chats,
video conferences, and so on.

2. Moving to a new level

As part of this process, BA performs the following duties to ensure that "staffs are not reverting
back to the old practices and that the crisis is effectively addressed and resolved.

3. Refreezing

The final stage of the model involves establishing a firm foundation for the new ways of doing
things within the company. This is the point where we check that our shiny new techniques are
both safe and effective to use. During this stage, we focus on fully supporting and bolstering the
new ways of working, such as the rewards induction and recruitment system and the building of
British Airways' culture.

The high level of IT that BA has implemented is just one of the many radical adjustments the
company has made (I.T). That's because the airline sector relies heavily on well-managed
information systems and technology. The foundation of BA's commitment to providing excellent
service is supported by I.T., which is used for nearly all internal operations. Additionally, BA has
opted to implement superior technological features.

Critical Analysis
Due to unfair labour practices and high prices, the British airline industry suffered greatly. The
growth and prosperity of BA rely heavily on detailed business plans and economic models.

 Employees were better able to express themselves and had more open lines of
communication thanks to the introduction of new technological infrastructure.

 The new organizational structure favored a bottom-up management approach, in which

lower-level workers carried out their responsibilities with minimal oversight from higher-
ups (Kassem, 2022).

 Management practices at British Airways suggest that the company values employee
relationships over unionization. But hiring must be done honestly and with a focus on
merit. The discipline in the workplace is maintained and training programs can be
implemented more smoothly. Organizational behavior trainings and team-building

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 excursions have helped preserve the company's unique culture. Employees are valued
highly, therefore hiring and advancement decisions are made based on merit rather than,
as was formerly the case, on personal relationships.

Conclusions

Managers at British Airways are tasked with guiding new hires through an efficient on boarding

process by means of communication that is both transparent and reasonable, with provision for

feedback and sufficient time and space between the parties involved. It is possible to avoid major

losses by engaging in careful planning and avoiding the implementation of new procedures during the

busy season. The management of change does not impose itself on the system or the people who work

in it; rather, it develops to suit the requirements of the system and the people who work in it. When

faced with multiple options, it is critical to make rational decisions. Making such an assumption is a

foolproof method for provoking the ire of your workforce (Balmer, 2009).

The culture that is present inside the workplace is directly related to the level of success that the

company has achieved. Always put a priority on marketing activities as well as providing excellent

service to customers. There is no doubt that BA's success can be attributed, in part, to the company's

commitment to ongoing training as well as its emphasis on the use of professional marketing tactics.

The expansion of the business became more obvious once a just organizational structure was put into

place and after communication methods, including marketing strategies, were improved. These

approaches ensured annual growth in earnings per share, so the investment was well worth it (Stuart,

2009).

The airline business is notorious for its high levels of both risk and required investment. This

demonstrates that there is a need for larger profit margins within the business in order to guarantee that

machinery will function properly (Greyser, 2009).

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 SAF Evaluation of Recommendations

Strategic Option Suitability Acceptability Feasibility

Market Yes Yes Yes
Development
Increase your Will contribute to an Will allow access to BA has already gained
market share in increase in market share additional customers experience in the
the short-haul growth who are primarily practice of code
segment by engaged in short- sharing with other
forming code- distance travel long haul partners.
sharing
arrangements with
low-cost budget
airlines that
already specialize
in flying these
routes.
Operational Yes Yes Maybe
Improvement
Reach an Promote a strategy that Fulfillment of the Could necessitate
agreement on demonstrates quality in requirements of all additional significant
pilot and cabin service. interested parties, investments, which
crew pay to including could prove
reduce disruption shareholders, challenging in the

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 and income loss. customers, and pilots short to medium term
due to the ongoing
crisis with Covid-19.
Market Yes Yes Yes
Diversification
Become Will assist the airline in Will minimize BA's There will need to be
diversified into making up for the market losses as well as those a significant
alternative travel share it lost as a result of of stakeholders investment made in
solutions such as the cultural shifts brought the technology. In
advanced virtual on by COVID-19. addition, it is possible
meeting solutions that it does not
for business possess the necessary
travelers that can technical capabilities
be offered to in this area at the
business class present time; however,
customers and this issue can be
virtual reality resolved through the
environments that formation of a
can offer unusual strategic partnership
forms of or the acquisition of
entertainment to an appropriate
users anywhere in technology company
the world, such as and expertise.
parties and
festivals.
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